New directions

Michael Saunders describes how a hospital's signage concept was completely overhauled to provide a greater level of clarity and aesthetic quality, while projecting a strong corporate identity for the trust.

Phase 1 of the new Conquest Hospital, Hastings, East Sussex, was completed in 1991 and Phase 2 started on site in 1995. This was believed to be the quickest that a second phase development for a new hospital had taken place and it enabled the trust to consolidate its services on one site. An independent sign audit was undertaken in April 1996 which highlighted a number of shortcomings in the existing signage and its unsuitability to cope with the anticipated future demands. We were commissioned to develop a wayfinding strategy for the Conquest Hospital which would also embrace the extensive changes taking place on site.

The initial requirement for new signs for Phase 2 has since been extended to include nearly 85% of the internal signs for the whole hospital within a comparable budget. The overall effect has been to greatly improve the visual aspect of the main circulation routes, giving a clean, uncluttered vista commensurate with the new hospital. The new signposting is much simplified, and is clear and legible. The replacement signs have also provided the trust with a very flexible and easily maintained system, particularly in the use of framed paper directories, which are designed to allow for changes in the future and present a high quality and consistent appearance with a strong corporate identity. The three-dimensional projecting aerofoils provide a stylish and practical solution to ward and department identification and allow the use of highly visible and colour co-ordinated graphics. The projecting signs also incorporate simple `lift off fixings to facilitate future changes.

AUDIT FINDINGS

The independent 1996 audit of the hospital's existing signs identified a number of problems. Many of these resulted from the influence of the old HTM65 design manual, last published in 1984. Whilst the HTM contains useful basic principles, it is now widely accepted that it is no longer wholly appropriate for use in trusts who are keen to establish their own identity and set new standards.

Some of the more important aspects highlighted by the audit were the following:

too many signs;

succession of suspended signs along the corridors obscuring each other and creating an untidy, cluttered appearance; signs often poorly or inappropriately located;

insufficient contrast, making signs difficult to read;

complex colour/numeric coding confusing;

colour coding not applied in consistent manner;

inconsistencies of letter style, weight and spacing detracting from legibility;

listings on signs are not alphabetical;

use of inconsistent terminology, abbreviations and `technical' terms;

lack of corporate identity;

STRATEGY

The changes taking place in the hospital provided an opportunity to move away from the outdated and drab brown and white signs and to introduce a style more in keeping with the modern architecture of the building. The new installation also eliminated virtually all suspended signs and transformed the main circulation routes by the use of colour co-ordinated projecting signs.

The developed strategy proposed a wide ranging approach to wayfinding in the hospital and considered a number of different elements, including the continued use of simplified colour zoning as an aid to navigation. The principal aims were to:

simplify wayfinding;

establish consistent standards for signs and printed information;

promote a welcoming environment for patients, visitors and staff;

install a system of signposting which could be easily maintained and updated in the future;

reinforce the trust's corporate identity.

The completion of the Phase

2 development provided the opportunity to begin implementation of the strategy, commencing with the new internal signs.

DESIGN & PROCUREMENT

Drawing on our experience with other trusts, we applied many of the initiatives which have been introduced at other hospital sites and which are now being accepted as good practice and common sense. These principles have been applied to the design of the new signs for the Conquest. The detailed sign design, editorial content and use of corporate colours were developed in consultation with the hospital managers and reflect the trust's individuality.

Having identified and designed a suite of signs to be utilised, the procurement route adopted was to source various sign elements from a number of different suppliers, rather than from a single manufacturer. This allowed greater flexibility and variety as well as being more cost-effective. We developed and co-ordinated the design for the various elements, including the fabrication of custom-designed projecting signs and door signs.

SIGN TYPES

The new signs follow simple principles to present clear, legible information to visitors who are often anxious and preoccupied in the complex hospital environment. The signs are kept to a minimum and carefully positioned at key decision-making points.

Colours of text, graphics and sign backgrounds have been selected to provide good contrast and to be easily read especially by the visually impaired. Consistent quality and standard of information were important criteria, together with the use of corporate colours to maintain the corporate identity.

The stylish and original use of computer-generated paper directories and information displays in simple frames finished in the corporate colour is an example of a number of the initiatives developed. This system has provided the trust with the valuable capability to manage complex information simply, including information updates or the addition of health and safety messages.

DECANTING

Initially the new directories and information points were located at key locations on the primary routes for use during the decanting of wards and departments associated with new Phase 2. This meant that the trust was able to keep visitors fully updated with the changes taking place. Following the completion of the new building works, the new signs have been installed in the majority of the existing hospital within the Phase 2 budget.

CONCLUSION

The end result of the projects has been well received by both staff and visitors. When budgets are made available, the next stage will be to extend this new approach to wayfinding to the remainder of the hospital, covering both internal and external areas.

Michael Saunders is a partner at Healthcare Design Consultants.

Copyright Wilmington Publishing Ltd. Aug 1998
Provided by ProQuest Information and Learning Company. All rights Reserved